From Design to Realization INTENTIONAL GOVERNANCEmoneywise.adventist.org/files/intentional_governance_159.pdf · 2015-04-04 · INTENTIONAL GOVERNANCE From Design to Realization Presenter:

INTENTIONAL GOVERNANCEFrom Design to Realization

Presenter: Lowell C Cooper

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Legal Notice and Terms of Use

Copyright 2013 by the General Conference of Seventh-day Adventists®. All rights reserved. The information is provided for training purposes only and is not intended norshould it be used as legal counsel. This program may not be used or reformulated for any commercial purposes; neither shall it be published by any person or agency other than an official organizational unit of the Seventh-day Adventist® Church, unless prior written authorization is obtained from the General Conference of Seventh-day Adventists® Office of Global Leadership Development. Subject to the foregoing terms, unlimited permission to copy or use this program is hereby granted upon inclusion of the copyright notice above. “Seventh-day Adventist” and “Adventist” are registered trademarks of the General Conference of Seventh-day Adventists® and may not be used by non-Seventh-day Adventist entities without prior written authorization from the General Conference. Use of all or any part of this program constitutes acceptance by the User of these terms.

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Why board processes matter:

1. Most leadership training is for individualized positions of responsibility. Most major decisions are made in groups.

2. Institutional success is ultimately the responsibility of the board/exec committee.

3. Effective group decisions do not arise spontaneously. They result from deliberate designs in structure and social dynamics.

4. Good governance builds membership trust.

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The most importanthuman resource for the Church is

TRUST

Two SDA governance systems:

Ecclesiastical system “Executive Committee” Each entity part of a

chain of organizations Many employees--voting

members of exec comm Ex Com chair—internal 3 officers accountable

to Exec Comm More involved—mngmnt Unincorporated status

Institutional system “Board of Trustees” Each entity a ‘stand-

alone’ organization Few employees—voting

members of board Board chair—external CEO primarily

accountable to board Less involved—mngmnt Incorporated status

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The Bottom Line

Both systems can function effectively Effective functioning of the system

requires: Skilled leadership in group decision-making Group members with diversity of competencies

appropriate to the business Intentionality about mission

Our challenge:

“…there is one thing all boards have in common, regardless of their legal position. They do not function.”

—Peter Drucker

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Board diseases:

1. Shakes and tremors (time consumed with unproductive activity)

2. Dialog deficit disorder (leads to irritable trustee syndrome)

3. Disorientation (making decisions without sufficient information)

4. Glassiopia (cloudy vision, shortsighted mission

5. Paralysis (inability to address most urgent matters)

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What good boards do

1. Shape mission and strategic direction2. Maintain SDA identity of organization3. Establish key policies and strategies4. Select, develop, and evaluate officers5. Ensure adequate financial resources6. Build/enhance organization’s reputation7. Provide adequate risk management8. Assess performance against mission9. Improve board performance

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10 Commandments about boards

1. Thou shalt appoint boards having competency-based membership.

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Bylaws generally do not address skill sets required among trustees.

General practice has been to focus on employee/laity, proportional representation and gender balance.

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Encouraging change…

Administration may need to suggest to Nominating Committee the range ofcompetencies needed.

Governance committee of the board adopts trustee compentency grid for use in identifying potential trustees.

Constituency session nominating committees charged with responsibility to include trustee competencies in board nomination process.

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Director competency

Personal Professional

Reputation (integrity) Time and commitment Objectivity in thinking Ability to function

beyond ‘self-interest’ Team member or soloist Social behavior

Training/education Experience Skill and judgment

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2. Thou shalt conduct trustee orientation and

on-going education.

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What trustees need to know:

Selection process and term of service Expectations of trustees Organization’s mission/purpose/policies Organizational chart(s) Constituencies served Existence of corporate documents Protection against director liability Director/member rights—access to management

and records, attendance at meetings, right to speak and vote

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Unless new trustees receive orientation it will take several board meetings before they begin to understand their role and how to contribute.

Expectations of trustees:

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Expectations of trustees: (Loma Linda boards)

1. Be active and supporting members of a local Seventh-day Adventist church.

2. Commit sufficient time to become oriented to trustee responsibilities and to be an informed participant in governance decision-making.

3. Attend Board meetings regularly (4/year). Two consecutive unexcused absences are automatically considered to be a resignation.

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4. Attend and participate in periodic special events, including the quinquennialmembership meeting.

5. Serve as a member on a Board committee(s).

6. Review agenda materials sent in advance of Board meetings and be well prepared for meetings.

7. Contribute to Board discussions and decision-making.

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8. Support Board decisions and demonstrate a commitment to teamwork.

9. Positively promote the work of the organization and advocate for its interests.

10. Comply with the organization’s Conflict or Interest Policy.

11. Assist the Board in evaluation of its performance and a trustee’s own involvement.

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12. Serve without compensation.

13. Attend, at least once per quinquennium, a Board-approved off-campus educational seminar/conference.

14. Participate in institutional support through personal commitment of resources and through the encouragement of others to actively support the organization.

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Fiduciary obligations of trustees

Care

ObedienceLoyalty

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The duty of care

Refers to the level of competence expected Common standard: “ordinary prudent person” Duty to attend meetings regularly Duty to show independent judgment in voting Duty to be informed Duty to rely on/delegate to trusted sources

Duty of diligence (perfect judgment not required)

Duty of risk management …

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The duty of loyalty

Corporate position not for personal advantage Standard of faithfulness to the organization Undivided allegiance when making decisions Duty of loyalty breached when members use

organizational property for personal purposes Maintaining confidentiality of privileged info

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The duty of obedience

Making sure the organization remains obedient to its purpose and role (i.e. faithful to SDA mission, beliefs, culture, policies and practices)

Duty of compliance with laws Fulfilling commitments, including previous

ones

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3. Thou shalt make decisions and assess performance in light of the organization’s mission, vision, and values.

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Mission Defines fundamental purpose

Vision

Values

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Vision Defines future state

Values

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Vision Defines future state

Values Defines culture and priorities

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4. Thou shalt focus on the future while learning from the past.

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Use the

more than the

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3 Windows on the Board Agenda

1. Window to the past Minutes of last meeting CEO report (written summary preferred) Financial statements

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2. Window to the present Administrative or staff appointments Policy approval Board member education Reports from various board committees

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3. Window to the future Reviewing/updating strategic plan Capital needs and planning Succession planning/leadership development

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“Long range planning does not deal with future decisions. It deals with the future of present decisions.”—Peter F. Drucker (1909 - 2005) U.S. management consultant and author.

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5. Thou shalt manage conflicts of interest.

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Conflict of Interest

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Independent director/conflict of interest

Independent director

A structural matter Director’s positional

relationship to the organization

Conflict of interest

An episodic matter Director’s potential

for bias in a specific decision

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6. Thou shalt act in a timely manner

and record decisions.

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Board Minutes:

Accurate, official and legal record Front line of defense—“Where was the board?”

Offer guidance for future board action Document compliance with fiduciary duties Contemporaneous evidence in regulatory or

judicial proceedings Provides summary for trustees not present

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7. Thou shalt schedule and hold meetings regularly.

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Board calendar – dates known at least one year in advance

Calendar of annual agenda items Items at each meeting Yearly items Trustee education

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Types of Board Sessions

Regular sessions Cover routine and general institutional matters Administrative invitees present

Executive sessions Only board members and those requested by Chair

or administration are present Used for sensitive matters when open discussion is

needed Privileged sessions

Legal Counsel present Use for items where protection of information

from discovery in litigation is needed Only board members may be present

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8. Thou shalt establish an efficient board committee structure.

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Committees—Board “Workhorses”

Enhance board effectiveness & efficiency Break down complex issues/tasks Perform groundwork needed by board Ensure issues discussed thoroughly Engages members’ professional skills Can be ad hoc or standing

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Most Common Board Committees:

Finance Development Trustees/Nominating/Governance Executive

meets between boards to address special issues Academic Affairs Audit Student Affairs/Campus Life Buildings and Grounds Investment

Association of Governing Boards 2010 study (listed in descending order)

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Well-Functioning Committees:

Written charter Purpose and authority Committee’s responsibilities Desired competencies of those who serve Reporting requirements

Balance role of committee & board Work on behalf of board Report information to board in way easy to grasp Board shouldn’t re-hash committee’s work

Well-managed information flow Don’t overwhelm with information

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9. Thou shalt maintain an effective boardroom culture.

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Strategy/Procedures/Programs/Policies

Organizational culture

Elements of boardroom culture

• Commitment to excellence

• Enthusiasm about missionAttitude

• Effective use of time

• Focus on strategic issuesAttention

• Safe to talk

• Good group dynamicsAtmosphere

• Governance not management

• Big picture/future perspectiveAltitude

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“I really had some strong convictions on that matter but I didn’t say anything about it…”

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“…the highest-performing companies have extremely contentious boards that regard dissent as an obligation and that treat no subject as un-discussable.” —Sonnenfeld

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Creating Good Social Dynamics:

Physical arrangements (seating, lighting, sound) of the meeting place.

Make the board room a safe place to talk. A virtuous cycle of respect, trust and candor. Minimal impact of political factions. A culture of open dissent encouraged. (Be

careful not to confuse dissent with disloyalty.)

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Creating Good Social Dynamics: cont’d

Deliberately develop/examine alternatives. Challenge cherished roles and assumptions.

Give board members meaningful tasks that involve accountability.

Regular evaluation of a group’s performance.

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Elements of boardroom culture

• Commitment to excellence

• Enthusiasm about missionAttitude

• Effective use of time

• Focus on strategic issuesAttention

• Safe to talk

• Good group dynamicsAtmosphere

• Governance not management

• Big picture/future perspectiveAltitude

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Conducting Effective Meetings:

Conduct meetings on a regular basis. Supply agenda info and reports in advance. Use of consent agenda. Sequence of items (most important—early) Opportunity to think out loud. Establish basic rules of conduct. Encourage good social dynamics. Focus on decision-making informed by

mission. Draft recommendations in advance. Conduct orientation for new board members. Involve all members. 57


10. Thou shalt pursue excellence by indentifyingwhere governance improvements can be made.

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The Board must assume responsibility for itself—its own effective and efficient performance. This includes its structure, design, direction and discipline.

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Board Self-Evaluation:

“The purpose of engaging in a self-assessment process is to give the board an opportunity to reflect on how well it is fulfilling its responsibilities and to identify opportunities for continuous improvement.”

- Elements of Governance: Board Self-Assessment, A Core Responsibility, The Governance Institute

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Board Self-Evaluation:

In era of accountability, must show continual improvement in board operation

Should be done on a regular cycle Should identify:

Areas of excellence Areas for more discussion Top areas to address for improvement

Follow-up action plan developed Monitor progress

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“999” Plans

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What can be done to improve Board functioning in the next 9 days?

What can be done to improveBoard functioning in the next9 weeks?

What can be done to improveBoard functioning in the next9 months?

Ten commandment for boards:

1. Competency-based membership

2. Director orientation and education

3. Mission/vision/values-based decisions

4. Focus on future, learn from past

5. Manage conflicts of interest

6. Timely action, accurate records

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Ten commandment for boards:

6. Timley action, accurate records

7. Regular meetings

8. Efficient board committee structure

9. Effective boardroom culture

10. Pursuit of excellence

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Documents

From Design to Realization INTENTIONAL GOVERNANCEmoneywise.adventist.org/files/intentional_governance_159.pdf · 2015-04-04 · INTENTIONAL GOVERNANCE From Design to Realization Presenter: